Aligning Software Product Management with Software Engineering Concepts: A Systematic Literature Review

Software product management steers the success of a product in all its lifecycle stages by thoughtful application of planning, coordination, and control. The third international workshop on software product management (IWSPM´09) was held in conjunction with the International Conference on Requirements Engineering (RE'09) in Atlanta USA. The aim was to bring researchers and industry practitioners together to discuss the area and unique challenges of software and technology product management. Selected challenges put forward by accepted papers from both industry and academia were analyzed. The session discussions focused on identifying future needs for research, the relevance of which was assured by good industry presence at the workshop. The workshop homepage can be found http://2009.iwspm.org

Context: This study introduces the Pragmatic Framework for Product Managers, a tool developed to enhance the understanding and application of product management activities. Objectives: The aim is to provide a comprehensive overview of Product Manager (PM) activities that positively impact efficiency, business growth, budget control, user satisfaction, and release processes. The framework is intended to aid decision-making, training, and clarifying the PM role, ultimately contributing to product success. Methods: A systematic literature review of 134 studies was conducted to develop the PFPM. This extensive research led to identifying and classifying 122 activities into 33 categories within 6 domains, forming a robust framework for product managers. Results: The PFPM, in its initial iteration, represents a minimal viable product of the framework. The research findings highlight the framework’s potential for future refinement, particularly in the context of software startups. Conclusion: The PFPM significantly affects software companies' product decision-making, PM training, and role transparency. It is a valuable resource for researchers and practitioners in Software Product Management (SPM), Requirement Engineering (RE), New Product Development (NPD), and innovation. The framework paves the way for future studies focused on the unique dynamics of PM activities in the software startup ecosystem.

Genetic Engineering & Biotechnology NewsVol. 38, No. 13 Bioprocessing TutorialHigh-Titer Recombinant Protein ProductionEmploying the ExpiSf™ Chemically Defined Sf9 Insect Cell Expression SystemMaya Yovcheva, Kenneth Thompson, Sara Barnes, Katalyn Irvin, Melissa Cross, Natasha Lucki, Henry Chiou, and Jonathan F. ZmudaMaya YovchevaMaya Yovcheva is an R&D scientist and R&D lead for the ExpiSf Expression system at Thermo Fisher Scientific. Her colleagues are R&D scientists Kenneth Thompson, Ph.D., Sara Barnes, Katalyn Irvin, and Melissa Cross. Natasha Lucki, Ph.D., is a product manager, Henry Chiou, Ph.D., is an associate director, product management, and Jonathan F. Zmuda, Ph.D. (E-mail Address: Jon.Zmuda@thermofisher.com), is a director of R&D.Search for more papers by this author, Kenneth ThompsonMaya Yovcheva is an R&D scientist and R&D lead for the ExpiSf Expression system at Thermo Fisher Scientific. Her colleagues are R&D scientists Kenneth Thompson, Ph.D., Sara Barnes, Katalyn Irvin, and Melissa Cross. Natasha Lucki, Ph.D., is a product manager, Henry Chiou, Ph.D., is an associate director, product management, and Jonathan F. Zmuda, Ph.D. (E-mail Address: Jon.Zmuda@thermofisher.com), is a director of R&D.Search for more papers by this author, Sara BarnesMaya Yovcheva is an R&D scientist and R&D lead for the ExpiSf Expression system at Thermo Fisher Scientific. Her colleagues are R&D scientists Kenneth Thompson, Ph.D., Sara Barnes, Katalyn Irvin, and Melissa Cross. Natasha Lucki, Ph.D., is a product manager, Henry Chiou, Ph.D., is an associate director, product management, and Jonathan F. Zmuda, Ph.D. (E-mail Address: Jon.Zmuda@thermofisher.com), is a director of R&D.Search for more papers by this author, Katalyn IrvinMaya Yovcheva is an R&D scientist and R&D lead for the ExpiSf Expression system at Thermo Fisher Scientific. Her colleagues are R&D scientists Kenneth Thompson, Ph.D., Sara Barnes, Katalyn Irvin, and Melissa Cross. Natasha Lucki, Ph.D., is a product manager, Henry Chiou, Ph.D., is an associate director, product management, and Jonathan F. Zmuda, Ph.D. (E-mail Address: Jon.Zmuda@thermofisher.com), is a director of R&D.Search for more papers by this author, Melissa CrossMaya Yovcheva is an R&D scientist and R&D lead for the ExpiSf Expression system at Thermo Fisher Scientific. Her colleagues are R&D scientists Kenneth Thompson, Ph.D., Sara Barnes, Katalyn Irvin, and Melissa Cross. Natasha Lucki, Ph.D., is a product manager, Henry Chiou, Ph.D., is an associate director, product management, and Jonathan F. Zmuda, Ph.D. (E-mail Address: Jon.Zmuda@thermofisher.com), is a director of R&D.Search for more papers by this author, Natasha LuckiMaya Yovcheva is an R&D scientist and R&D lead for the ExpiSf Expression system at Thermo Fisher Scientific. Her colleagues are R&D scientists Kenneth Thompson, Ph.D., Sara Barnes, Katalyn Irvin, and Melissa Cross. Natasha Lucki, Ph.D., is a product manager, Henry Chiou, Ph.D., is an associate director, product management, and Jonathan F. Zmuda, Ph.D. (E-mail Address: Jon.Zmuda@thermofisher.com), is a director of R&D.Search for more papers by this author, Henry ChiouMaya Yovcheva is an R&D scientist and R&D lead for the ExpiSf Expression system at Thermo Fisher Scientific. Her colleagues are R&D scientists Kenneth Thompson, Ph.D., Sara Barnes, Katalyn Irvin, and Melissa Cross. Natasha Lucki, Ph.D., is a product manager, Henry Chiou, Ph.D., is an associate director, product management, and Jonathan F. Zmuda, Ph.D. (E-mail Address: Jon.Zmuda@thermofisher.com), is a director of R&D.Search for more papers by this author, and Jonathan F. ZmudaMaya Yovcheva is an R&D scientist and R&D lead for the ExpiSf Expression system at Thermo Fisher Scientific. Her colleagues are R&D scientists Kenneth Thompson, Ph.D., Sara Barnes, Katalyn Irvin, and Melissa Cross. Natasha Lucki, Ph.D., is a product manager, Henry Chiou, Ph.D., is an associate director, product management, and Jonathan F. Zmuda, Ph.D. (E-mail Address: Jon.Zmuda@thermofisher.com), is a director of R&D.Search for more papers by this authorPublished Online:28 Jun 2018https://doi.org/10.1089/gen.38.13.08AboutSectionsView articleView Full TextPDF/EPUB Permissions & CitationsPermissionsDownload CitationsTrack CitationsAdd to favorites Back To Publication ShareShare onFacebookTwitterLinked InRedditEmail View articleFiguresReferencesRelatedDetails Volume 38Issue 13Jul 2018 InformationCopyright © GEN PublishingTo cite this article:Maya Yovcheva, Kenneth Thompson, Sara Barnes, Katalyn Irvin, Melissa Cross, Natasha Lucki, Henry Chiou, and Jonathan F. Zmuda.High-Titer Recombinant Protein Production.Genetic Engineering & Biotechnology News.Jul 2018.20-21.http://doi.org/10.1089/gen.38.13.08Published in Volume: 38 Issue 13: June 28, 2018PDF download

This paper presents an empirical research to the relations and dependencies between the fields of software product management and software project management in product software companies. By carrying out interviews and an online survey, we answer several current business issues on the leadership roles of product and project managers within the organizational structure, and provide a definition of software products and software projects based on their dependencies.

The skills and practices of a product manager can be seen as part of the intellectual capital of a software vendor. From this perspective, it is surprising that knowledge regarding software product management is not yet widely available. This impedes many companies from effectively improving their SPM methods. To support knowledge dissemination, method assessment, and method improvement in this and other areas, we propose the online method engine. The solution combines knowledge management principles with incremental process improvement in order to allow software companies to obtain improvement guidance for their SPM methods, specific to their situation. The approach is designed to be domain-independent.

In many companies, product managers are under increasing time pressure. They are generalists in a marketing world that is increasingly specialized and complex. There are more tasks to perform, more specialist skills to acquire, more fires to fight, and less time for thinking and strategic planning. If their general management skills are to be used effectively, product managers must be able to focus their time on the tasks that exploit these skills and help their businesses to grow. The product management audit surveys product managers on how they actually spend their time and how they would ideally spend it to really build their businesses. Data from the audit can help to establish time allocation priorities for product managers and uncover potential time allocation problems before they become critical. We will first review the changes in the marketing environment that are putting pressure on the product management system. Second, we will show how any consumer, industrial, or service company can conduct a product management audit to find out how product management personnel are spending their time and why, and how satisfied they are with their jobs, the support provided, and rewards they are receiving. Third, we will illustrate the type of data that the audit can generate and present key findings from responses to audit surveys by over 300 product management personnel from 20 strategic business units in six Fortune 500 consumer goods companies. Finally, we will explain how one multidivision packaged goods company used an audit to identify problems within its product management organization and determine the actions needed to correct them.

In the rapidly evolving landscape of contemporary business, the role of product management has become increasingly complex and multifaceted (1). With the advent of big data and advanced analytics, product managers are presented with unprecedented opportunities to enhance decision-making processes through the integration of data-driven insights (2). This scholarly article delves into the pivotal intersection of data analytics and product management, exploring the transformative potential of leveraging data-driven decision-making strategies. The article begins by elucidating the foundational principles of data-driven decision-making and its relevance to the discipline of product management (7). It investigates the evolving nature of consumer behavior and market dynamics, emphasizing the critical need for product managers to assimilate and interpret vast datasets. By elucidating the symbiotic relationship between analytics and product management, this research seeks to provide a comprehensive understanding of how data-driven insights can empower decision-makers to anticipate market trends, identify consumer preferences, and optimize product development strategies. Furthermore, the article delves into the methodologies and tools employed in contemporary data analytics, elucidating their applicability to the product management domain (4). From predictive modeling to machine learning algorithms, an array of analytical techniques is explored, each offering unique insights into consumer behavior, product performance, and market dynamics (8). By providing a nuanced analysis of these methodologies, this research equips product managers with the knowledge necessary to navigate the complexities of data integration and interpretation. The article also scrutinizes the challenges and ethical considerations associated with data-driven decision-making in the realm of product management (3). Recognizing the importance of responsible data usage, the research discusses strategies for mitigating biases, ensuring data privacy, and fostering transparency in decision-making processes. Ultimately, this scholarly exploration aims to contribute to the evolving discourse on product management by elucidating the transformative potential of data-driven decision-making (5). By synthesizing theoretical frameworks, practical insights, and real-world case studies, the article serves as a valuable resource for academics, practitioners, and industry leaders seeking to harness the power of analytics to drive innovation, enhance competitiveness, and navigate the complexities of the modern business landscape (6)..

Gender-based career advancement disparities are prevalent across various fields, yet their impact on product management remains understudied. This quantitative correlational study investigated career advancement barriers faced by 173 full-time, salaried U.S.-based product managers and senior product managers, focusing on gender differences. Survey data explored the relationship between gender and perceived barriers, including lack of culture fit, exclusion from informal networks, mentoring deficiencies, poor organizational career management, limited developmental assignments, and geographic mobility constraints. Organizational justice theory and the glass ceiling metaphor framed this research, utilizing a Mann-Whitney U test for analysis. Results revealed a statistically significant relationship between gender and the perception of 'lack of culture fit' as a career advancement barrier. This study contributes to existing gender-based career advancement disparity research, highlighting the intersection of gender, career progression, and the product management field. The findings offer valuable insights for product management professionals and organizational leaders to promote gender equity through informed career development strategies.

Product Management decisions determine how software startups allocate scarce time and resources during rapid growth. While frameworks such as the Pragmatic Framework for Product Managers (PFPM) describe comprehensive activity sets, their direct relevance to early-stage ventures remains uncertain. We surveyed 171 product professionals randomly assigned to evaluate either a startup or a mature-company scenario. Participants identified the most important PFPM activity categories and ranked domain priorities. Using Kruskal–Wallis and Mann–Whitney U tests, we reduced 33 PFPM categories to 10 empirically consistent groups and compared perceived importance across contexts. Marketing Execution emerged as the only statistically significant differentiator after FDR correction (q = 0.07, threshold = 0.10), with Product Strategy & Planning showing a marginal trend (q = 0.12). A logistic model supported these directional differences but explained little variance (pseudo-R² = 0.02), indicating that startups and mature firms share a largely common product-management foundation, with subtle perceptual shifts in emphasis. The resulting startup-focused reduction of PFPM offers a transparent, data-driven lens on how product managers allocate attention under uncertainty and supports more responsible, evidence-based product-management practice in software startups.

Two mainstones in the ever changing area of software development that ensure products advance and give value to users are DevOps teams and product managers (PMs). Still, most of these teams have alignment problems that lead to delays, inefficiencies, and irritation on both sides.Whereas DevOps stresses dependability, automation, and fast deployment methods, Product Managers focus on customer needs, feature innovation, and business growth. Different priorities could cause a misalignment that disturbs development cycles and affects general product success. Companies looking for improved software dependability, faster time-to--market, and best feature delivery have to combine DevOps with Product Management. Good teamwork helps early alignment between technical performance and business goals, hence lowering ambiguity and problems. This paper analyzes the main obstacles in DevOps-PM cooperation, including misaligned priorities and inadequate communication, as described below and offers many concrete strategies for strengthening teamwork. Good cooperation ensures early alignment between technical performance and company goals, hence lowering ambiguity and problems. This paper addresses several reasonable recommendations for enhancing teamwork as well as the primary difficulties in DevOps-PM cooperation—including improper priorities and inadequate communication—as stated below. Real-time communication tools, cross-functional teams, and shared KPIs let companies establish a consistent approach combining operational excellence with product innovation. A case study reveals how a SaaS company reduced their time-to----market by 30% so proving the obvious benefits of better collaboration by including Product Managers into DevOps planning. The continuous change of the software industry depends on the cooperation between DevOps and Product Management, thereby defining if modern product development is successful.Companies who give agility, openness, and teamwork top priority will create better goods and get a competitive edge in a world going more and more digital.

Context:The role of product management (PM) is key for building, implementing and managing software-intensive systems. Whereas engineering is concerned with how to build systems, PM is concerned with ‘what’ to build and ‘why’ we should build the product. The role of PM is recognized as critical for the success of any product. However, few studies explore how the role of PM is changing due to recent trends that come with digitalization and digital transformation. Objectives:Although there is prominent research on PM, few studies explore how this role is changing due to the digital transformation of the software-intensive industry. In this paper, we study how trends such as DevOps and short feedback loops, data and artificial intelligence (AI), as well as the emergence of digital ecosystems, are changing current product management practices. Methods:This study employs a qualitative approach using multi-case study research as the method. For our research, we selected five case companies in the software-intensive systems domain. Through workshop sessions, frequent meetings and interviews, we explore how DevOps and short feedback loops, data and artificial intelligence (AI), and digital ecosystems challenge current PM practices. Results:Our study yielded an in-depth understanding of how digital transformation of the software-intensive systems industry is changing current PM practices. We present empirical results from workshops and from interviews in which case company representatives share their insights on how software, data and AI impact current PM practices. Based on these results, we present a framework organized along two dimensions, i.e. a certainty dimension and an approach dimension. The framework helps structure the approaches product managers can employ to select and prioritize development of new functionality. Contributions:The contribution of this paper is a framework for ‘Strategic Digital Product Management’ (SDPM). The framework outlines nine approaches that product managers can employ to maximize the return on investment (RoI) of R&D using new digital technologies.

The main objective of a 1986 survey of production and operations managers throughout New Zealand industry was to determine the extent of computer use. The survey explored the use of microcomputers, mini computers and mainframes by production managers. Job title and responsibilities of the manager responsible for the majority of production management functions were investigated. It appeared that information and decision making in production management was fragmented in most organisations. The survey examined the main uses of computer information and control systems in production planning and inventory control, the perceived benefits and problems. The main computer brands in use and types of software were also analysed. Comparisons were made with surveys of British companies and some work in the USA.

Within small-medium sized niche manufacturing environments, project and product management structures that are commonplace in larger businesses are rare, causing disorganization. This disorganization is unreliable and increases stress on labor and professionals alike, limits capacity and improvement, and requires more resource allocation to accomplish tasks. In the business environment of manufacturing industries, project management is vital to driving and delivering value to the organization and its stakeholders. After a project is completed and begins to be manufactured, it becomes a product that exceeds the life cycle of the project it was once part of, and a team is set up to oversee the product management endeavor. However, the product may need to be overhauled, causing a new project to be set in motion by the product manager. This case study reviews a people-centric operational excellence (PCOEx) model to combat long lead times, high employee stress and reduce costs associated with product management operations, especially related to the research and development process. Entitled as the Sawhney model, this systems-thinking approach comprises four distinct modules, including a robust problem identification process, a hierarchical performance measurement system, a reliability-based platform, and a sustainability risk assessment, which focus is to improve company's performance while enhancing employees' quality of life. Reliability, retention, and human factor issues engendered by modern industry implored the implementation of the Sawhney model and proved to enhance the lead times of a new product engineering group while simultaneously decreasing their effort and stress levels.

In today's competitive markets it is of ut-most importance to have winning products. The success of any product depends on skill-full and competent product managers. He acts as a business-owner in the small. Product management is the discipline and role, which governs a product (or solution or service) from its inception to the market/customer delivery in order to generate biggest possible value to the business. The product manager is a mini CEO representing the enterprise or business unit in strategy definition and operational exe-cution. The product manager aims at having the right product mix and selecting the right projects to implement a given strategy. He evaluates his products or product releases with respect to their overall contribution to busi-ness success. He makes use of the product life cycle to revisit assumptions and implement decisions.

Decision outcomes and their lead times are critical in product management, as the market success of a product may strongly depend on the both the decisions themselves and their timing in relation to the market and competitors. This paper presents an investigation of one particular industrial case study data set by comparing upstream scoping decisions with downstream change decision. The results in this case indicate that changes are more likely to be accepted during upstream decision-making compared to downstream. We also found that the most common value for upstream decision lead-time is three days, while only one day for downstream. The results trigger a general discussion on factors that may impact or explain decision lead-time. Assumptions and questions for further investigation in the context of product management decision-making are proposed.